Ambidexterity and dynamic capabilities in design management: an anatomy

Cabirio Cautela and Francesco Zurlo

International Journal of Entrepreneurship and Innovation Management, 2012, vol. 15, issue 4, 310-335

Abstract: The article fills the gap in innovation studies about design management dynamic capabilities analysing tensions in design decision making. 'Ambidextrous organisation' frame has been employed to report the system of tensions central to the design management. The research is based on the qualitative analysis of cases carried out in two phases. Firstly, the participation as action researchers in innovative projects highlighted design management as organisational process and the coexistence in the process of exploration and exploitation dynamics. Secondly, subsequent interviews focused on areas generating tensions, diverse options pursued by design-driven companies and employed dynamic capabilities. Findings address both to scholars and practitioners. An alternative tensions based perspective of design management is presented for the former; different models of design adoption and the definition of some critical areas of decision-making are addressed to the latter.

Keywords: design-driven innovation; design management; ambidextrous organisation; ambidexterity; dynamic capabilities; decision making; tensions; qualitative analysis; action researchers; innovative projects; organisational processes; exploration dynamics; exploitation dynamics; diverse options; design-driven companies; design adoption; Italy; entrepreneurship; innovation management. (search for similar items in EconPapers)
Date: 2012
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